Disciplines that contribute to organisational behaviour

There are different disciplines that influence our study and understanding of behaviour in organisations.

• Psychology:

The use of this discipline examines the lives of employees at work in an attempt to measure, explain and sometimes change the behaviour of employees within the organisation.

• Sociology:

It is the study of society. While psychology focuses on the individual, It focuses on group behaviour in organisations,  organisational culture, communication, power, conflict, structures and how an order is maintained within these groups.

• Anthropology:

 It enables us to understand differences in fundamental values, attitudes, and behaviour between people in different countries and within different organisations.

• Political Science:

it is the social science that deals with the study of behaviour of individuals and groups within a political environment.

• Social psychology:

it studies the relations between people and groups.

REFERENCE:

https://www.citeman.com/117-contributing-disciplines-to-the-ob-field.html

CHALLENGES AND OPPORTUNITIES FOR OB

OB offers a number of challenges and opportunities for managers.it can help in improving the quality and productivity of organizations:-

• by giving its employees opportunities to participate in planning and bringing about changes within the organization.

• OB through its vast study areas helps the manager to improve people skills by being a good listener and giving proper feedback.

• OB helps in improving customer service by pointing out at the work done by employees and their attitude and behavior towards the customer.

• it provides guidelines for understanding differences between national cultures which may result in a change in management practices.

REFERENCE:

https://www.scribd.com/doc/56797536/Challenges-and-Opportunities-for-Organizational-Behavior

Organizational Behavior Modification Theory

The Organizational behavior modification theory or the Reinforcement theory deals with changing behavior through rewards or punishments that are essentially contingent on performance. It is primarily based on the following two principles:

• Behavior that leads to a positive consequence (reward) tends to be repeated, while behavior that leads to a negative consequence (punishment) tends not to be repeated.

•  Managers can influence and change an employee’s behavior through properly scheduled rewards or punishment.

REFERENCE:

https://www.tuturself.com/posts/view?menuId=130&postId=1199

Limitation of organisational behavior

• OB helps an individual to understand human behavior only at the workplace or he/she may be a failure at the domestic front.

• OB has not contributed to improved interpersonal relations in an organization. Jealousies, backstabbing, harassments go side by side with rewards, lectures, discussions, smiles, etc

• OB is selfish and exploitive. With an emphasis on motivation, efficiency, productivity there exists a kind of competition among workers and they are not able to live in harmony.

• OB will not totally abolish conflict but it can only reduce it.

• OB has almost become a fad with managers. Abolishing of physical disparities has not abolished mental barriers.

REFERENCE:

BBA SEM III BOOK

IMPORTANCE OF OB

• It builds better relationships by achieving people’s, organizational, and social objectives.

• It covers a wide array of human resources like behavior, training and development, change management, leadership, teams, etc.

• It brings coordination which is the essence of management.

• It improves the goodwill of the organization.

• It helps to achieve objectives quickly.

• It makes optimum utilization of resources.

• It facilitates motivation.

• It leads to higher efficiency.

• It improves relations in the organization.

REFERENCE:

BBA SEM III BOOK

APPROACHES TO OB

There are 4 Approaches to Organizational Behavior studies:

• Human Resources Approach:

This approach recognizes that human resources in an organisation are the central force. Their development will contribute to the success of the organisation. Human resources approach provides for the changes in the managerial role. It requires that the managers, instead of controlling the employees, should provide active support to them by treating them as part of the group.

• Contingency Approach:

The approach stresses that there is no single way to manage effectively under all circumstances. The methods of behaviors that work effectively in one situation may fail in another. Therefore managers have to come up with different ideas and strategies in different situations.

• Productivity Approach:

Productivity which is the ratio of output to input is a measure of an organization’s effectiveness. It also reveals the manager’s efficiency in optimizing resource utilization.The higher the numerical value of this ratio, the greater the efficiency.

• System Approach:

The systems approach is of the view that an organisation is a powerful system with several subsystems that are highly and closely interconnected. Any action taken to solve the problems in one subsystem will have its effect on the other subsystems as well; since all the parts of the organisation are closely connected. Thus, this approach gives the managers a way of looking at the organisation as a whole.

REFERENCE:

BBA SEM III BOOK

IMPORTANCE OF EMPLOYEES PARTICIPATION IN RESISTANCE

It is always a good idea to encourage the participation of employees when managers plan for changes. Since changes are meant for the employees, they must have a say in the planning process. Such participation will make them less likely to resist the implementation of changes.
The management can organize small informal meetings or conferences with the employees for this. Managers should explain all the relevant details of the proposed changes. Employees must be encouraged to offer their opinions as well.

REFERENCE:

BBA SEM III BOOK

How to overcome Resistance

Some points to overcome resistance are as follows:

• Discussion about the changes with workers/employees

• proper planning for change: change should not be forced at once.

• protection of the interest of employees

• Changes should be slow in parts: the management must create awareness of change and develop an ability to be introduced in parts.

• Sufficient prior training of employees can help them accept changes with confidence.
• The extra income desired from changes should not be taken away by the management only but should be shared with all the employees.

REFERENCE:

BBA SEM III BOOK

Types of Resistance to Change

Resistance to change may be of the following three types:

• Logical resistance:

This kind of resistance basically arises from the time people genuinely take to adapt and adjust to changes. For example, when computers became common, accountants had to shift from accounting on paper to digital accounting. This naturally takes time to adapt to.

• Psychological resistance:

under this category, the resistance occurs in basic terms due to mental and psychological factors. people often resist changes for reasons like fear of the unknown, less tolerance to change, dislike towards the management, etc.

• Sociological resistance: 

This resistance relates not to individuals but rather to the common values and customs of groups. Individuals may be willing to change but will not due to peer pressure from the group they are members of.

REFERENCE:

BBA SEM III BOOK

Reason for resistance of change

Resistance to change is common in all organizations. The following are some common reasons for this:

• People usually discover it handy to proceed to do something as they have usually been doing. Making them examine something new is difficult.

• Changes usually bring about changes in a person’s responsibilities, powers, and have an effect on them. as a result, the people to whom such changes will have an effect on negatively will always resist.

• Those who are adamant about keeping customs rather than taking risks and doing new things will usually resist changes. this can occur either due to their insecurities or lack of creativity and will.

REFERENCE:

BBA SEM III BOOK

RESISTANCE TO CHANGE

Resistance to change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them.
Resistance to change is understood to be a natural phenomenon. but not all changes are resisted. in many organisations changes are accepted instead ob being resisted. people have a natural instinct to accept the change.
sources of resistance to change may be:

• Rational OR
• Emotional.

• Rational resistance occurs when people do not have proper information about the change.

• Emotional resistance is the feeling of resistance to change evoked due to the people's perception of how the change will affect them.

REFERENCE:

BBA SEM III BOOK

Why Is Organizational Development Important to Businesses?

Organizational Development(OD) addresses and fixes a problem, thereby increasing a business's effectiveness. OD works to improve organizations in a more systematic way. The purpose of OD is to balance the strengths and weaknesses of a business, restructuring the employment of that business's resources (i.e. human capital) accordingly to use them most efficiently and productively. This means thorough assessment, planning, employee engagement and training where necessary and incremental measures to maintain employee performance.

REFERENCE:

BBA SEM III BOOK

PROFIT-SHARING PLANS

A profit-sharing plan gives employees a share in their company’s profits based on its quarterly or annual earnings.

It is up to the company to decide how much of its profits it wishes to share.

Contributions to a profit-sharing plan are made by the company only; employees cannot make them, too.

It places a sense of togetherness among the employees to work together towards a common goal of making the organization successful.
It enables an employee to focus more on the organizational goals than their personal goals

FRINGE BENEFITS

Fringe benefits are benefits in addition to an employee’s wages, like a company car, health insurance, or life insurance coverage. Any benefit you offer employees in exchange for their services (not including salary) is a fringe benefit.

Types Of Fringe Benefits are:

• Employee security:

It is a job security provides to the employee with a view to promoting security to the employee and his family.

• Retrenchment Compensation:

It is a type of compensation that an employee gets by his employer when he is fired from the job due to the reason other than a punishment.

• Safety And Health:

It includes providing physical security to employees to protect them against accidents, unhealthy working conditions and to protect worker's capacity.

REFERENCE:

BBA III SEM HRM & OB BOOK

EMPLOYEE SERVICES

A business’s employees are an integral part of its success. If the employees are talented and motivated, they can produce exceptional work that helps take the business to the top. On the other hand, if the employees are inexperienced and lack the initiative to succeed, it’s likely the business will suffer as a result.
Employee services are perks of the job beyond the usual package of benefits.
Some of the examples are:

• Health services:

Gym memberships or fitness class reimbursements help to create a culture of healthy living in the workplace.

• Food and drink:

It may seem like a small token, but complimentary food and drink items can be very attractive to new employees.

• Entertainment:

Employees need to let off steam while at work, so indoor entertainment such as ping-pong tables, foosball tables, and table tennis are a great addition to the business.

• Flexibility:

One of the most important perks is the ability to have flexible working hours. This enables employees to have more control over their schedules and their work-life balance.

REFERENCE:

BBA III SEM  HRM AND OB BOOK

EMERGING TRENDS IN OB

• Globalization:

Organisation in recent days has changed the style of working and tries to spread worldwide. Trapping new market place, new technology or reducing cost through specialization or cheap labor are few of the different reasons that motivate organizations to become global Moreover the way companies integrate their business practices with other countries has also changed. Instead of controlling the whole supply chain countries outsource some part of it to gain the advantage of specialization.

• Emerging Employment Relationship:

changing trends in organizations in recent years have made it utmost important to consider some of the emerging employee relations issues which can affect employers in the coming decade, understanding these issues will help management to plan better and respond to changes in the workplace.

• Changing Workforce:

As the demography of the workforce has been changed in recent years, employers need to adapt their recruitment, training, and management processes to adapt to changing workforce.

• Knowledge Management:

knowledge management is a structured activity that improves an organization's capacity to acquire, share and utilize knowledge for its survival and success.

REFERENCE:

BBA SEM III HRM AND OB BOOK

Kurt Lewin’s Three Step Change Model

Change is a common thread that runs through all businesses regardless of size, industry, and age. Our world is changing fast and organizations must change quickly, too. Organizations that handle change well thrive, whilst those that do not may struggle to survive. 

Kurt Lewin's change model includes:

• UNFREEZE:

This first stage of change involves preparing the organization to accept that change is necessary, which involves breaking down the existing business as usual before you can build up a new way of operating. This first part of the change process is usually the most difficult and stressful. When you start cutting down the way things are done, you put everyone and everything off balance.

• CHANGE:

After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction.

• REFREEZE:

When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, etc.

REFERENCE:

https://www.accipio.com/eleadership/mod/wiki/view.php?id=1873

Organizational Behavior - Models

Organizational behavior reflects the behavior of the people and management altogether, it is considered as field study, not just a discipline.

There are four different types of models in OB. We will throw some light on each of these four models.

• Autocratic Model:

The autocratic model is the model that depends upon strength, power and formal authority.

• Custodial Model:

The custodial model is based on the concept of providing economic security for employees through wages and other benefits that will create employee loyalty and motivation.

• Supportive Model:

Unlike the two earlier approaches, the supportive model is focused on aspiring leadership. It is not based upon control and authority or upon incentives but instead tries to motivate staff through the manager-employee relationship and how employees are treated on a day-to-day basis.

• Collegial Model:

The collegial model is based around teamwork everybody working as colleagues.

REFERENCE:

https://www.tutorialspoint.com/organizational_behavior/organizational_behavior_models.htm

Fiedler’s Contingency Model

Fred E. Fiedler’s contingency theory of leadership effectiveness was based on studies of a wide range of group effectiveness and concentrated on the relationship between leadership and organizational performance.
The essence of Fiedler's theory is that a leader's effectiveness depends on a combination of two forces:

• the leader's leadership style
• situational favourableness.

Fiedler called this combination: Situational Contingency.

• Leadership Style:
• The first step in using the model is to determine your natural leadership style. To do this, Fiedler developed a scale called the Least Preferred Coworker (LPC).
• To score yourself on this scale you have to describe the coworker with whom you least prefer to work.
• the more favorably you rated the person you least prefer to work with the more relationship-oriented you are. The less favorably you rated the person you least like working with the more task-oriented you are

• Situational Favorableness:

The next step is to understand the favorableness of the situation you face. This is determined by how much control over the situation you have as a leader 

Determining situational favorableness is done by examining the following three factors:

•  Leader-Member Relations

This factor measures how much your team trusts you. Greater trust increases the favorableness of the situation and less trust reduces it.

• Task Structure

This factor measures the tasks that need to be performed. Vague tasks decrease the favorableness of the situation and concrete and clear tasks increase it.

• Position Power

This is determined by your authority, meaning the power you have to reward or punish your subordinates.

REFERENCE:

https://www.mindtools.com/pages/article/fiedler.htm

PATH GOAL THEORY

The Path-Goal model is a theory based on specifying a leader’s style or behavior that best fits the employee and work environment in order to achieve a goal.
Path Goal's four styles:

• Directive: 

 Here the leader provides guidelines, lets subordinates know what is expected of them, sets performance standards for them, and controls behavior when performance standards are not met. He makes judicious use of rewards and disciplinary action.

• Supportive:

The leader is friendly towards subordinates and displays personal concern for their needs, welfare, and well-being. 

• Participative:

The leader believes in group decision-making and shares information with subordinates. He consults his subordinates on important decisions related to work, task goals, and paths to resolve goals.

• Achievement-oriented: 

The leader sets challenging goals and encourages employees to reach their peak performance. The leader believes that employees are responsible enough to accomplish challenging goals.

REFERENCE:

https://pathgoal.com/path-goal-theory/

Hersey and Blanchard’s Situational Leadership Theory

Situational theories of leadership work on the assumption that the most effective style of leadership changes from situation to situation. To be most effective and successful, a leader must be able to adapt his style and approach to diverse circumstances.
This approach to leadership suggests the need to match two key elements appropriately: the leader’s leadership style and the followers’ maturity or preparedness levels.
The theory identifies four main leadership approaches:

• Telling: 

Directive and authoritative approach. The leader makes decisions and tells employees what to do.

• Selling: 

The leader is still the decision-maker, but he communicates and works to persuade the employees rather than simply directing them.

• Participating:

The leader works with the team members to make decisions together. He supports and encourages them and is more democratic.

• Delegating: 

The leader assigns decision-making responsibility to team members but oversees their work.


REFERENCE:

https://www.game-learn.com/situational-leadership-theory/#targetText=The%20situational%20leadership%20theory%20refers,balance%20for%20the%20whole%20organization.

Cognitive Evaluation Theory

Cognitive Evaluation Theory is a theory in Psychology that is designed to explain the effects of external consequences on internal motivation. Cognitive Evaluation Theory suggests that there are actually two motivation systems intrinsic and extrinsic that correspond to two kinds of motivators.

• Intrinsic motivation:

Intrinsic motivation is the act of doing something without any obvious external rewards. You do it because it’s enjoyable and interesting, rather than because of an outside incentive or pressure to do it, such as a reward or deadline.

• Extrinsic motivation:

Extrinsic motivation is action driven by rewards existing outside of the individual, such as recognition, money or pleasure.extrinsic motivation can also drive behavior that aims to avoid negative outcomes or punishments e.g. someone may study for an exam to get a good grade (reward) or avoid social ridicule (punishment).

REFERENCE:

https://iedunote.com/cognitive-evaluation-theory

Herzberg's Two-Factor Theory

Herzberg’s Motivation Theory model, or Two Factor Theory, argues that there are two factors that an organization can adjust to influence motivation in the workplace.

These factors are:

• Motivators: This can encourage employees to work harder. once the workers are highly motivated they will work much more effectively which will result in the much faster achievement of organziations objectives.

• Hygiene factor: These won’t encourage employees to work harder but they will cause them to become unmotivated if they are not present. Hygiene factors are those job factors that are essential for the existence of motivation at the workplace. These do not lead to positive satisfaction for the long-term. But if these factors are absent / if these factors are non-existent at the workplace, then they lead to dissatisfaction.

REFERENCE:

https://expertprogrammanagement.com/2018/04/herzbergs-two-factor-theory/

 

The five levels in maslow's hierarchy of needs

Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid.

• Physiological needs:

 These are biological requirements for human survival, e.g. air, food, drink, shelter, clothing, warmth, sleep, etc.
If these needs are not satisfied the human body cannot function optimally. Maslow considered physiological needs the most important as all the other needs become secondary until these needs are met.

• Safety needs:

Protection from elements, security, order, law, stability, freedom from fear. A person will always look for safety before going for the higher-level needs.

• Belongingness and love needs(social needs):

After physiological and safety needs have been fulfilled, the third level of human needs is social and involves feelings of belongingness. The need for interpersonal relationships motivates behavior. Eg: friendship, intimacy, trust, and acceptance, receiving and giving affection and love.

• Esteem needs:

Our esteem needs involve the desire to feel good about ourselves. According to Maslow, esteem needs include two components. The first involves feeling self-confidence and feeling good about oneself. The second component involves feeling valued by others; that is, feeling that our achievements and contributions have been recognized by other people. When people’s esteem needs are met, they feel confident and see their contributions and achievements as valuable and important. 

• Self-Actualization:

Self-Actualization is highest level of Maslow's hierarchy. It refers to feeling fulfilled or feeling that we are living up to our potential.  

REFERENCE:

http://thepeakperformancecenter.com/educational-learning/learning/principles-of-learning/maslows-hierarchy-needs/

TIME OUT: WHY LEADERS NEED VACATIONS

Leaders are those who are responsible for the various acts that are conducted in the organization they look after their team and continuously monitors their work and guides them.
But often leaders are too much busy in their work that they are not even taking out some time for themselves, their mind is constantly busy doing work for their company that they have forgotten their personal life they never even take a day off. this is resulting in much more frustration and stress in them which indirectly affects their ability to concentrate on the work and in the end it affects the company. so, for freshening up things every employee whether leader or subordinates they should take a day off and take full advantage of that off day and should leave all stress related to the work at the office, they should spend time with their family should go on vacation for leaving life for themselves, vacations are a great way for living the moments which are stress free with no workload, no deadlines to meet, no computers nothing only you and the things you like to do. after coming from the vacation people tend to work more efficiently and are much more motivated than before thats why vacations are important. 

REFERENCE:

https://www.management-issues.com/opinion/6736/time-out-why-leaders-need-vacations/

Important Leadership Skills for Workplace Success

A leader is the one who is responsible for his team and he is the one who will lead them to achieve the task for which the team is formed.  success of the task depends on the leadership skills of the leader.
there are many leadership skills that a leader should possess but some essential skills that a leader should have are: 

• Communication:

A leader should have good communication skills, he should be very clear while designating tasks and should also clearly tell them what the task is about and how it is to be achieved and also he should communicate regularly with his team so that there is a good communication flow between the teammates and the leader.

• Motivation:

motivating is also a skill that a leader should possess and motivating doesn't only mean paying a fair salary to the employees it also means to built self-esteem in the worker by recognizing and rewarding them for their work, a leader should always motivate his teammates to get more out of them. once the team is highly motivated they will achieve the activity assigned to them before the deadline and with perfection.

• Positivity:

A leader should be able to create a positive environment for the workers as no one wants to work in a negative environment as it affects the overall productivity of the worker.

• Creativity:

A leader should be creative he should not only stick with the old ideas of completing the task but he should invent some new ways some effective ways of achieving the activity. as same old ideas can be boring but new ideas can give some thrill.

• Feedback:

A leader on a regular time period should assess the work done by the team or individual and should give his valuable feedback to them so that they can improve or feel like yes, our work is considered as an important work. but all these feedbacks should be given in such a way that the members don't get demotivated. If the workers have done well they should be rewarded and if there are some mistakes it should be rectified.

REFERENCE:

https://www.thebalancecareers.com/top-leadership-skills-2063782

TALENT MANAGEMENT

Talent management:
Talent management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market.
Talent management is recognizing the best talent enhancing their qualities, training and nurturing an employee and getting the best out of him.
Every organization want employees those are an asset to their company for this they have to properly give them the knowledge about the work culture goals that are to be achieved company's motive once thse employees are ready they are an asset which will help the company to achieve its main motive.
Talent management is just not limited to hiring talented people in an organization but also retaining them is a main concern and challenge for any organization.
Talent management is a never-ending process that consists:

•  Sourcing,
•  Hiring,
•  Developing, 
• Retaining and 
• promoting them while meeting the organization’s requirements simultaneously.

REFERENCE:

https://www.managementstudyguide.com/talent-management.htm

CHALLENGES IN TEAM DEVELOPMENT

While making a team a manager may face many different barriers while grouping different individuals many times communication is the most important challenge faced by a manager as people do not communicate in that team due to which they don't contribute much towards the project. proper allocation of duties is also one challenge as two people doing the same task will not bring any advantage to the  team as one will be doing the work and another person will just watch therefore manager has to decide what are the different skills that may be required in that project and once they are cleared proper delegations of the duties should be done. Lack of leadership also results in a failed project as no one is there to effectively carry out the work from each individual no one is there to support and help, no one is there to lead the team and motivate them to get the work done.

Conflicts are also one of the challenges faced conflicts do occur but the important thing is how you handle it so that it doesn't affect the overall team morale. Sometimes work environment also matters as if the environment is noisy and dirty team members may not be able to focus on the project properly that's why a noise-free area for the meeting is required so that members can fully focus on the project and not on the noises.

References:

https://smallbusiness.chron.com/challenges-team-development-39606.html

Why treating employees well makes good sense

Treating employees well is beneficial to the organization itself as you get what you give and if the employees are treated well and with respect, they will do the same for the organization, they will work more effectively and efficiently in order to get the organizational goal accomplished. if the employees aren't treated well thewy might not be motivated to do the work and they might make more mistakes and can tend to work carelessly which can result to heavy loss to an organization which no organization wants.
employees those are treated well in an organization tend to give better performance at work they are much more motivated towards the organization's goal and objectives. So, if an organization want its employees to stay motivated and loyal towards the organization they should treat their employees with respect and should value them as eventually, they are the one who will get the benefit.

Reference:

https://gbr.pepperdine.edu/2017/04/kindness-and-self-interest/ 

Delegation of authority

Delegation of authority means senior officer delegating his responsibility to this subordinates in order to focus on more critical works he generally delegates less important work to his direct subordinates so that he can give more time to the work that needs his immediate attention. Delegation is the downward transfer of formal authority from one person to another. 
Delegation also motivates the subordinates of that organization because they get a feeling of importance in that organization which helps them to stay motivated for their work.
Delegation of work builds a strong relationship and a feeling of trust between top-level management and lower-level management. 

Reference:

https://www.managementstudyguide.com/importance_of_delegation.htm

STRESS MANAGEMENT AT WORKPLACE

Stress at the workplace can often lead to less confidence in an employee, less enthusiasm, which can ultimately result in less productivity at the workplace by that particular employee. Stress is nothing but the emotional or mental health of any particular person. stress isn't bad always, in fact, it helps the employee to stay focused. But nowadays the work environment has changed fully workload is too much on every employee of an organization, which is resulting in highly stressed employees of that organization. workplace stress can happen due to various reason like:

• Pressure to work at optimum levels—all the time.

• Lack of control over how you do your work
• Overtime due to staff reduction.
• Pressure to perform to meet rising expectations but with no increase in job satisfaction, etc.

To overcome stress employees can do these things:

• They can reach out to other staff and can seek solutions for their problems
• Exercising and taking proper nutrition to support their health.
• getting enough sleep.
• proper time management so that the stress of the workplace is minimized.
• looking for satisfaction at the workplace, etc.

REFERENCE:

https://www.helpguide.org/articles/stress/stress-in-the-workplace.htm

TIME MANAGEMENT

Time management refers to managing time in such a manner so that the activities are done before the deadline.
time management is giving time to each activities and deciding how activities can be done more effectively.
Managing time effectively entails analyzing the goals, breaking those goals into tasks, and then prioritizing those tasks. This isn't always easy or clear cut, given the number of tasks an individual may need to complete.
Time management also helps in estimating the time frame for every task so that one can schedule their tasks efficiently and meet the deadlines. 

REFERENCE:

http://psychology.iresearchnet.com/industrial-organizational-psychology/organizational-behavior/time-management/

WHISTLEBLOWING

 A whistleblower is a person, who could be an employee of a company, or a government agency, disclosing information to the public or some higher authority about any wrongdoing, which could be in the form of fraud, corruption, etc.

many times people or organizations take revenge against the whistleblowers for telling on them, they are harmed or are tortured for their actions such type of conduct leads to fear in the mind of the employees.

whistleblowers are mostly the employees who have great knowledge about the company or the person, whistleblowing can also come out of anger against the organization if the organization is not treating the employees properly 

Associations may do well to effectively energize whistle-blowing claims on unsanctioned and illegitimate  rehearses through the accompanying activities:

• Assuring protection against the retaliation.
• Indulging more into ethical practices.
• communicating the procedure by which cases are explored. etc.
• Valuable data is under the supervision of more trustworthy individuals 

REFERENCE:

http://psychology.iresearchnet.com/industrial-organizational-psychology/organizational-behavior/whistleblowing/

CREATIVITY AT WORK

CREATIVITY:
Creativity is the act of turning new and imaginative ideas into reality. Creativity is characterized by the ability to perceive the world in new ways, to find hidden patterns, to make connections between seemingly unrelated phenomena, and to generate solutions.

Creativity is much needed in the workplace because one can't just solve all the problems with the same solutions, as every problem is different which needs a different solution, creative thinking can give many solutions to a single problem which is an advantage for the organization. 
creativity involves certain risk with it but this is a risk which is worth taking, it helps in broadening the mind so that your mind is just not stuck to a particular area and you view things with different angles and ideas.

Modern problems need modern solutions and these solutions can only be possible with the help of creative thinking.

CYBERLOAFING AT WORK

Cyberloafing:

Cyberloafing is a term used to describe the actions of employees who use their Internet access at work for personal use while pretending to do legitimate work.
Cyberloafing can be both, at times it can act as a counterproductive but sometimes it can also act as a remedy that an employee might use to remove his/her boredom that they face while working on the same thing again and again or when they have nothing much to do. 
 It helps the employee to seek something new and is a perfect coping mechanism for being underworked. 
Cyberloafing can be used as a brain sharping activity where employees can watch and learn something new when they have spare time at work.

Reference:

https://bigthink.com/ned-dymoke/tell-your-boss-that-cyberloafing-is-good-for-productivity

Stages in team develpoment

There are 5 stages included in the development of any group, these are:

• Forming :

At this stage, different people with the required skill sets are introduced to each other and a team is built. It is important for team members to develop relationships and understand what part each person plays.

• Storming:

This is the stage where people in a team comes to know about each other, many conflicts can occur due to different thinkings of the team members at this stage all these mental barriers are removed and accepted.

• Norming:

During the norming stage, people start to notice and appreciate their team members’ strengths. Groups start to settle into a groove. Everyone is contributing and working as a cohesive unit.

• Performing:

In the performing stage, individuals are sure, motivated and comfortable enough with the undertaking and their group that they can work without supervision. Everybody is in agreement and are working with full confidence towards the main goal.

• Adjourning:

This is a stage where team members now have to disband their group, this is done after the completion of the project for which the group was formed.

DIVERSITY IN ORGANIZATIONS

Diversity in organizations means having a workforce of different age, gender, race, marital status, people from different culture, etc.

such diversity of the employees is a benefit for that organization as different people from different background and age can have a different perspective which enables an organization to think in many ways. every problem now can have different solutions to it. diversity in organizations brings lots of expertise under one roof for the organization.

 Reference:
https://bizfluent.com/info-12076820-organizational-diversity-workplace.html

Unfair management practices

Nowadays we can see many unfair practices done by mangers on their subordinates in an organization.

Unfair management practices mean unfavorable behavior of the seniors or anyone towards the subordinate or dominating an employee and treating them unjustly and not giving them what they deserve.

this practice includes:

• Illegal practices:

Illegal practice includes harassment at workplace, discrimination or denial of the employees. Many employees lose their opportunity because of their skin color, sex, age, marital status, disability, etc.

• Unprofessional practices:

Most of the managers now are seen doing nepotism and favoritism in an organization this where they give much more importance to the employees they know well or to them with whom they have a family connection because of such act many deserving employees are not even considered.

• Unhelpful practices:

This practice is nothing but the way managers behaves with their employees which can be totally useless and unhelpful eg: giving sarcastic reviews to the employees or responding with aggression etc. such act doesn't help and is useless.

Reference:

https://www.dbpc.ca/unfair-management-practices/

Experienced vs Freshers: Which One will a Company Hire?

Choosing the workforce is the most important part of an organization, as the employees working in that organization will lead that organization towards its goals. company has a choice between:

• Experienced or 
• Freshers 

An organization might go for experienced employees:

• If the role is very critical and mistakes can't be afforded.
• If the internal employees are soo busy that they don't have time to train fresh talent.
• When the job skills require very specialty aptitudes and capabilities. etc.

An organization might go for freshers:

• If the budget of the organization is low.
• If the risk involved with the role is less.
• If the organization's people are happy to prepare and nurture talent.
• If the position doesn't exist in the market and they have to shape new ability as indicated by their particular necessity.etc.

 Above are some points which an organization might refer to while choosing the employees, however, there are companies which prefer to have a mixture of both experienced as well as freshers in there working environment.
But choosing of the employees depends totally upon the skills required by the company, budget they have and the environment in which the business is being carried out.

Reference:
https://businesstown.com/experienced-professionals-vs-freshers-one-hire-startup/

Employee theft

Employee theft refers to the improper taking of cash, products, or property by an organization member, The target is most commonly the organization itself.
theft is an example of a common phenomenon, known as counterproductive work behavior (CWB).
CWB refers to any purposeful conduct by organization members that are considered by an organization to be opposite to its legitimate interests.
some examples of CWB are:

• Theft
• Sabotage
• Misuse of time and resources 
• Unsafe behavior
• Physical violence 
• Sexual harassment, etc. 

Employee theft is brought about by individual and circumstance factors

Individual factor: 
This factor includes individual going for theft because of low payings, young age, status in a company is low, abusing drugs and alcohol, etc. 

 Circumstance factor:
Under this employees gets into illegitimate acts due to the pressure of work on them, formal procedures are unfair or interpersonal treatment is poor, unjust distribution of rewards and punishment, etc.

two different ways to lessen employee thefts are:

• To change people or
• To Change the circumstance.

REFERENCE:
http://psychology.iresearchnet.com/industrial-organizational-psychology/organizational-behavior/employee-theft/

three Levels of analysis

Organizational behavior is not a study of how organizations behave rather it is a study of the individual working in that organization. This incorporates the investigation of how people carry on alone, just as how people act in groups.

Organizational behavior is a relatively new, interdisciplinary field of study. One of the primary explanations behind this interdisciplinary methodology is because the field of organizational behavior includes different levels of analysis, these are:

• Individual-level of analysis:

this level involves the study of learning, perception, imagination, inspiration, character, turnover, task execution, etc. in fact this level of organizational behavior depends more on psychology, engineering, and medicine.

• Group level of analysis:

this level involves how an individual work in groups to innovate something new, finish the given activity within the given deadline and how he leads his team to achieve the given task, etc. this level of organizational behavior depends more upon sociological and socio-psychological sciences.

• Organizational level of analysis:

This level of analysis involves the study of organizational culture, its structure, social decent variety, between hierarchical participation, and strife change, innovation, and outer ecological powers,

this level of organizational behavior depends on anthropology(the study of humanity) and political science.

Referance:

http://analysisproject.blogspot.com/2012/08/levels-of-organizational-behavior.html

Managing people with addictions

An organization's main motive is to earn profit and to satisfy their customer's requirements which can be only possible if their employees work in sync and with all of their efforts.

But nowadays organizations are facing a difficulty of drug abuse and  alcohol abuse by the workers in the workplace which is directly affecting their ability to work in an organization, some symptoms of the employees that are under the influence of drugs and alcohol are:

• Absenteeism, particularly absences without notification, or excessive use of sick days.
• Frequent disappearances from the work site; long, unexplained absences; improbable excuses.
• Unreliability in keeping appointments and meeting deadlines. etc.

Above given symptoms can be recognized by the employers and then some suitable actions can be taken against such users of the drug so that it doesn't affect  the overall working environment or productivity of others in an organization, 

some of the actions that can be taken by the employers are:

•  Leave for Treatment of Substance Abuse
• a return-to-work agreement—instead of termination, etc

sometimes an employee may not be under any substance abuse but still, he/she may be not performing well in an organization such circumstances should not be linked to the substance abuse, such situations can be only identified with a proper face to face discussion with the employee.

once situations are identified and proper actions are taken a healthy work environment can be achieved.

reference:

https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/personswithaddictions.aspx